North Carolina Agricultural and Technical State University
Alice C. StewartInterim Vice Provost for Strategic Planning and Institutional Effectiveness
(and SACSCOC Liaison)
April 17, 2015
Board of Trustees
STRATEGIC PRIORITIES: Update/Summary
North Carolina Agricultural and Technical State University
www.ncat.edu
Strategic Priorities
2014-15
Student Engagement
& Support
(Goals 1, 2, 5 & 6)
Institutional Effectiveness
(Goals 1,2,3,4,5 & 6)
Regional Development Integration
(Goals 3, 4, 5, & 6)
Resource Generation
(Goals 4, 5, & 6)
2
Preeminence 2020 Strategic Plan
• Action Plans/Initiatives
• Action Plans/Initiatives• Action Plans/Initiatives
• Action Plans/Initiatives
2015-16
Preeminence 2020
Outcomes
2015-16
Preeminence 2020
Outcomes
North Carolina Agricultural and Technical State University
www.ncat.edu
PROGRESS 2014-2015
Progressing well
Poised to take off
Little or no progress
3
North Carolina Agricultural and Technical State University
www.ncat.edu
Priority 1:
STUDENT ENGAGEMENT & SUPPORT
Recruit and retain highly talented students, including
more transfer students.
Improve overall student success, including implementation of
early warning systems.
Implement advisement, coaching and mentoring systems.
Designate a learning management system to support teaching, learning & assessment.
4
• The academic profile of entering freshman has increased
the last 4 consecutive years. Retention rate held steady.
• Overall enrollment was up from Fall 2013 to Fall 2014 by
164 students.
• New Freshman numbers down.
• Transfer student numbers up.
• Master’s students down.
• Doctoral students up.
• The total number of transfer students for Fall 2014
• was 676 compared to 431 in Fall 2013.
• Overall continuing students in Spring 2015 increased by
115 students from Spring 2014
• In Spring 2015, N.C. A&T enrolled an additional 211new transfer students.
Summary for 2014-2015
North Carolina Agricultural and Technical State University
www.ncat.edu
Priority 1:
STUDENT ENGAGEMENT & SUPPORT
Recruit and retain highly talented students, including
more transfer students.
Improve overall student success, including implementation of
early warning systems.
Implement advisement, coaching and mentoring systems.
Designate a learning management system to support teaching, learning & assessment.
5
• All Schools and Colleges have documented increased
emphasis on recruitment of transfer students and pursuit
of articulation agreements with NC community colleges. Examples: Alamance Community College, Durham
Technical Community College, Forsythe Technical
Community College, Halifax Community College, Wake
Technical Community College.
• Office of Transfer and Articulation was fully staffed in
Academic Affairs.
Summary for 2014-2015
Observations1. Overall growth in enrollment, particularly transfer
student expansion is positive, but enrollment growth in
Master’s programs is a continuing challenge.
2. Challenges in the traditional nursing program have
reduced enrollment in that program, impacting
undergraduate numbers.
North Carolina Agricultural and Technical State University
www.ncat.edu
Priority 1:
STUDENT ENGAGEMENT & SUPPORT
Recruit and retain highly talented students, including more transfer
students.
Improve overall student success, including
implementation of early warning systems.
Implement advisement, coaching and mentoring systems.
Designate a learning management system to support teaching, learning & assessment.
6
STARFISH Student Early Warning Program
• Currently have full implementation of Starfish Early
Warning System for monitoring undergraduates.
• Spring 2015 Utilization
• 17,910 Tracking Items to date
• 9,359 Flags for poor performance
• 8,551 Kudos for good performance
• 51.4% Faculty response rate
Summary for 2014-2015
Observations
1. Need to continue to encourage instructors to use Starfish
2. Need protocols on addressing flags, including prioritization
3. Need web-based training videos and quick tips for
reinforcement of program usage.
4. Need marketing campaign for Starfish and other CAE
academic support services
5. Need analytics to look at at-risk students
North Carolina Agricultural and Technical State University
www.ncat.edu
Priority 1:
STUDENT ENGAGEMENT & SUPPORT
Recruit and retain highly talented students, including
more transfer students.
Improve overall student success, including implementation of
early warning systems.
Implement advisement, coaching and mentoring
systems.
Designate a learning management system to support teaching, learning & assessment.
7
College of Arts and Sciences
• Decline in % of CAS students receiving academic warning
attributed to advising and student support initiatives.
School of Agriculture and Environmental Science
• Expanding the pilot peer mentoring across all departments in
the School - Spring 2015.
School of Business and Economics • Students with DFWs from Fall 2014 have been identified and
referred to their advisors for personal contact in Spring 2015.
School of Education• Developing a 21st century model classroom for teacher training
School of Nursing• Refining the Academic Coaching Model for 2015
School of Technology• A School Centralized Advising Plan has been developed to be
implemented for Spring 2015
Summary for 2014-2015
Observation1. Many new initiatives, but too soon to see cumulative
results in University retention rate or other success metrics.
North Carolina Agricultural and Technical State University
www.ncat.edu
Priority 1:STUDENT ENGAGEMENT &
SUPPORT
Recruit and retain highly talented students, including
more transfer students.
Improve overall student success, including implementation of
early warning systems.
Implement advisement, coaching and mentoring systems.
Designate a learning management system to
support teaching, learning & assessment.
8
Adoption of the TASKSTREAM platform as a way to
standardize Institutional Effectiveness/Assessment
reports for academic programs and provide program
level data for decision making at the Department and
College/School levels.
Summary for 2014-2015
Observation
1. Work is still in progress. First IE report
submissions planned for June 2015.
North Carolina Agricultural and Technical State University
www.ncat.edu
Priority 2:
INSTITUTIONAL EFFECTIVENESS
Expand faculty and staff development opportunities.
Design and implement an executive leadership development model.
Enhance service management processes.
Launch Enterprise Risk Management Program.
Improve day to day operations.
9
Summary for 2014-2015
Fall
2013
Spring
2014
Fall
2014
Spring
2015 to
date
Professional
Development
Offerings
20 30 35 36
# of
Employees 260 340 560 600
Human Resources: Center For Leadership
and Organizational Excellence
Successfully delivered customized trainings:
Graduate School, School of Nursing, School of
Education, College of Engineering
North Carolina Agricultural and Technical State University
www.ncat.edu
Priority 2:
INSTITUTIONAL EFFECTIVENESS
Expand faculty and staff development opportunities.
Design and implement an executive leadership development model.
Enhance service management processes.
Launch Enterprise Risk Management Program.
Improve day to day operations.
10
Division of Human Resource Management
•Executive Leadership Development Program
Finalizing the proposal to launch the
University’s Executive Leadership Program.
Pre-assessing current Tier I & II Leadership
competencies.
•Anticipated start date: July 2015
Summary for 2014-2015
Observation
1. Need to finalize the curriculum and implement the
Leadership program for Tier 1 and 2 levels.
North Carolina Agricultural and Technical State University
www.ncat.edu
Priority 2:
INSTITUTIONAL EFFECTIVENESS
Expand faculty and staff development opportunities.
Design and implement an executive leadership development model.
Enhance service management processes.
Launch Enterprise Risk Management Program.
Improve day to day operations.
11
Many Divisions within the University have launched or expanded
service initiatives within the past year and/or programs to improve
day to day operations.
• Center of Academic Excellence (CAE) – Advising, Early
Warning System
• Office of International Programs – Merger with Office of
International Student Services
• Enrollment Management - Purchased RECRUITER to
streamline recruitment efforts and analyze trend data.
DegreeWorks system for class registration and advisement.
• The Graduate School – Online training/orientation for
graduate students, Degreeworks, Ellucian online application
management system.
• Distance Education – Increase instructional design staff
• OSPIE – Reboot of Digital Measures for faculty activities
documentation.
Summary for 2014-2015
North Carolina Agricultural and Technical State University
www.ncat.edu
Priority 2:
INSTITUTIONAL EFFECTIVENESS
Expand faculty and staff development opportunities.
Design and implement an executive leadership development model.
Enhance service management processes.
Launch Enterprise Risk Management Program.
Improve day to day operations.
12
Many Divisions within the University have launched or expanded
service initiatives within the past year and/or programs to improve
day to day operations.
• Division of Information Technology Services – Technology
infrastructure improvement, new email system.
• Division of Human Resource Management – New training
and orientation for new hires, Leadership development.
• Division of Research and Economic Development – Review
of Centers, new Intellectual Property Policy, new policy on
Centers, online Effort and Certification Reports.
• Division of Student Affairs – Opening of new Student Health
facility.
Summary for 2014-2015
Observations1. There is an ongoing problem with data consistency which
reduces service quality & impacts day to day operations.
2. Many initiatives are still in the implementation phase and
the impact of improvement initiatives have not reached
maximum on campus.
North Carolina Agricultural and Technical State University
www.ncat.edu
Priority 2:
INSTITUTIONAL EFFECTIVENESS
Expand faculty and staff development opportunities.
Enhance service management processes.
Design and implement an executive leadership development model.
Launch Enterprise Risk Management Program.
Improve day to day operations.
Enterprise Risk Management Spring 2015 Action
Items• Development of a risk management plan
• Implement policy changes
• Implement process changes
• Deploy resources as needed
• Completion June 30, 2015
Summary for 2014-2015
Observations
1. Implementation of the results of the Fall risk
identification is being handled at the unit level.
2. There will be an update on progress at the unit
level at the end of the Spring semester.
North Carolina Agricultural and Technical State University
www.ncat.edu
Priority 3:
REGIONAL DEVELOPMENT&
INTEGRATION
Unite the Campus under a well-defined brand
positioning.Build greater awareness of
NCA&T’s mission and distinctive attributes among
internal and external constituents, locally, regionally, nationally.
Attract strategic partnerships and increase on and off campus
engagement.
14
Summary for 2014-2015
• Fall 2014 - University rollout of “That’s what Aggies Do”
Concept
• Spring 2015 - Marketing and videography bids have
closed. Evaluation teams have been identified for both. The
marketing bid received 6 responses, and the videography
bid received 15.
• Vendor evaluations will be completed by mid April.
• The scope of work will be defined for each RFP April/May.
• Marketing campaign soft launch in June advertising (radio,
commercials, billboards, print advertisement, enrollment).
• Full launch integrated with 125th celebration.
• Current ongoing marketing will target adults and online
students.
• Campus has embraced the tag line “That’s What Aggies
Do”, indicating that the Fall launch was successful and
resonated with the campus community. College and School
promotions are consistent with the campaign.
North Carolina Agricultural and Technical State University
www.ncat.edu
Priority 3:
REGIONAL DEVELOPMENT&
INTEGRATION
Unite the Campus under a well-defined brand positioning.
Build greater awareness of NCA&T’s mission and
distinctive attributes among internal and external constituents, locally, regionally, nationally.
Attract strategic partnerships and increase on and off campus
engagement.
15
High Spots: Points of Pride
NCA&T is the largest HBCU in the U.S.
NCA&T is the #1 ranked HBCU in NC as determined by USNews
rankings.
NCA&T was named 1890 University of the Year by the
Association of Public and Land Grant Universities.
NCA&T was awarded the Community Engagement
Classification by the Carnegie Foundation for the Advancement of
Teaching
STEM Early College at NCA&T named STEM School of
Distinction by the state of North Carolina
NCA&T USNews Ranked #1 among HBCUS for Online
Education.
Universitas Indonesia GreenMetric Ranking #25 of 362
Summary for 2014-2015
15
Observation
1. Lost ground on the overall University ranking in Fall 2014
USNews publication, falling from #8 to #10.
North Carolina Agricultural and Technical State University
www.ncat.edu
Priority 3:
REGIONAL DEVELOPMENT&
INTEGRATION
Unite the Campus under a well-defined brand positioning.
Build greater awareness of NCA&T’s mission and distinctive
attributes among internal and external constituents, locally,
regionally, nationally.
Attract strategic partnerships and increase on and off campus engagement.
16
College of Engineering
• CyberSecurity Workforce Consortium
• NNSA Oakridge Kansas City Plant
• Kwame Nkrumah University of Science & Technology
School of Business and Economics
• Doris Henderson Newcomers School
• NC Council on Economic Education
JSNN
• Nanomanufacturing Innovation Consortium
Summary for 2014-2015
School of Nursing
• Interprofessional Collaborative
College of Arts and Sciences
• Center for Outreach in Alzheimer's, Aging,
and Community Health
• Partnership with NBCUniversal to sponsor
National Association of Black Journalists
Multimedia Short Course for NCAT media students.
North Carolina Agricultural and Technical State University
www.ncat.edu
Priority 3:
REGIONAL DEVELOPMENT&
INTEGRATION
Unite the Campus under a well-defined brand positioning.
Build greater awareness of NCA&T’s mission and distinctive
attributes among internal and external constituents, locally,
regionally, nationally.
Attract strategic partnerships and increase on and off campus engagement.
• EPA (MOU)
• Ohio State University (ERC)
• Automotive Megasite
Development Team
• Gridbridge
• Research Triangle Institute
• Novetta Solutions
• Bank of America
• Banner Pharmacaps
• Avanti Technologies
• Oak Ridge Associated
Universities (renewal)
• K2 Solutions
• Cook Medical
• Tulsa Dental
• Southwest Jiaotong University
• NNSA CyberSecurity
Consortium
Division of Research and Economic Development-
New Partners Fall 2014 and In Process Spring 2015
Summary for 2014-2015
There is ongoing expansion of strategic
partnerships across Colleges/Schools.
Division of Student Affairs
• Department of Justice Office of Violence Against Women
• NC Governor’s Substance Abuse & Underage Drinking
Prevention & Treatment Task Force.
• Thurgood Marshall College Leadership Institute,
Volunteer Greensboro
North Carolina Agricultural and Technical State University
www.ncat.edu
Priority 4:
RESOURCE GENERATION
Enhance scholarship support and grow the endowment through
fundraising efforts.
Implement a capital acquisition plan to support future campus
expansion.
Improve the ability of the University to develop
competitive large project proposals to increase the number of contracts and
grants.
1818
Feb 2014 Feb 2015
# Amount # Amount
Proposals 283 $94.1M 258 $137.3M
Awards 130 $26.8M 125 $20.1M
Patent
Applications
2 - 2 -
Patents
Issued
1 - 0 -
Licenses 0 - 1 $ 23,500
Summary for 2014-2015
(As of February 2015)
1. The value of the grant proposals submitted is greater
than this time last year, but Grant funding dollars awarded
are lower and number of awards is lower than the similar
time frame last year..
North Carolina Agricultural and Technical State University
www.ncat.edu
Priority 4:
RESOURCE GENERATION
Enhance scholarship support and grow the endowment through
fundraising efforts.
Implement a capital acquisition plan to support future campus
expansion.
Improve the ability of the University to develop competitive
large project proposals to increase the number of contracts
and grants.
19
University Advancement
• Kenneth E. Sigmon, Jr., has been named Vice
Chancellor for University Advancement at North
Carolina A&T.
• Status: Developing the case statement for the NCA&T
campaign
Identifying endowed scholarship priorities and
campaign goals for scholarship support
A component for facilities and infrastructure is part
of the case statement
Evaluation of value of facilities naming
opportunities on campus is in progress.
Observation1. Though progress has been made at generating funds from
alumni and external stakeholders, staffing needs in University
Advancement limited the movement on this strategic priority
this academic year.
Summary for 2014-2015
North Carolina Agricultural and Technical State University
www.ncat.edu 20
Thank you!